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Innovation

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Innovation - Ineractive

Capability Area 1:

Defining the right innovation strategy starts with analyzing relevant technology, market trends, and customer needs to understand the potential challenges and opportunities as input for defining an actionable innovation strategy. Best Innovators link their understanding of market and technology dynamics to a broadly agreed-upon search field portfolio in order to steer the idea generation. This entails knowing what you want to achieve, owning a point of view about the future, defining the innovation search fields, managing to the customer's desired outcome, knowing your own competencies and investing accordingly, and drawing the innovation roadmap.

Capability Area 2:

Maximizing innovation portfolio value is about generating as many ideas as possible for the innovation search fields and then applying the right evaluation criteria to quickly select and flesh out the most promising ideas so that limited resources are allocated effectively. Best Innovators have better processes in place to involve a broad range of stakeholders in generating ideas to fuel the idea portfolio, and they involve the most knowledgeable internal and external experts to make fast decisions about which ideas to pursue. This implies managing your innovation portfolio holistically, pursuing truly open innovation, and boosting the transfer rate.

Capability Area 3:

Increasing innovation efficiency and speed means bringing the newly developed product or service to market as fast and cost-efficiently as possible. This will be an essential move to optimize profitable growth over the entire life cycle. To do so, Best Innovators work cross-functionally, manage innovation more consistently, and leverage the innovative power of their supply base. More specifically, it is about reducing time to profit, managing the big metrics, treating interoperability as a decisive capability, and collaborating early with the right suppliers.

Capability Area 4:

Improving innovation profitability focuses on securing and increasing profitability over the life cycle of the product or service. Best Innovators leverage their innovation process excellence and their growing innovation network to make this a reality. Addressing this lever hinges on ensuring process coherence, managing complexity, leveraging agile and lean design, and further improving interoperability and additive partnerships. In the chapters ahead, we take a deeper look at how Best Innovators achieve their status and how they hold on to it year after year.

Capability Area 5:

Building foundation for innovation and execution is about developing a culture and mindset that is open to innovation and putting the right processes and governance structures in place to master the innovation challenges. Best Innovators nurture their innovation culture by shaping the environment, mindset, and way of working. They shape the world before if shapes them, even if it means taking on a difficult transformation. More specifically, it is about creating an innovation culture, cultivating an entrepreneurial mindset, encouraging appropriate risks, finding inspiration everywhere, and committing to repeatable processes.

Distinctiveness and uniqueness through IMP³rove Academy: A.T. Kearney's spin-off IMP³rove – European Innovation Management Academy is setting the standard for a holistic innovation management assessment. In just two years, the online platform of IMP³rove Academy has become an established resource for companies around the world, including in Asia Pacific, Europe, and Americas.

IMP³rove Academy´s innovation management services include assessment, training, consulting and research. These services are based on the conviction that innovation is manageable rather than the result of accidental circumstances. Using this tried and tested offering to differentiate our proposals and projects from our competitors, our team of innovation management specialists can support clients with a full suite of services, including benchmarking, training, and consulting.

To date (2016), IMP³rove Academy has trained more than 1,000 clients in innovation management and the IMP³rove approach, and assessed more than 6,000 companies as a basis to better innovate, scale, and bring innovations to market. The online assessment offers an all-encompassing view, on the innovation strategy, organization, and culture to the innovation processes and innovation-enabling factors such as financial and legal aspects. IMP³rove Academy is led by managing directors Eva Diedrichs and Martin Ruppert.

Capability Area 1:

Defining the right innovation strategy starts with analyzing relevant technology, market trends, and customer needs to understand the potential challenges and opportunities as input for defining an actionable innovation strategy. Best Innovators link their understanding of market and technology dynamics to a broadly agreed-upon search field portfolio in order to steer the idea generation. This entails knowing what you want to achieve, owning a point of view about the future, defining the innovation search fields, managing to the customer's desired outcome, knowing your own competencies and investing accordingly, and drawing the innovation roadmap.

Capability Area 2:

Maximizing innovation portfolio value is about generating as many ideas as possible for the innovation search fields and then applying the right evaluation criteria to quickly select and flesh out the most promising ideas so that limited resources are allocated effectively. Best Innovators have better processes in place to involve a broad range of stakeholders in generating ideas to fuel the idea portfolio, and they involve the most knowledgeable internal and external experts to make fast decisions about which ideas to pursue. This implies managing your innovation portfolio holistically, pursuing truly open innovation, and boosting the transfer rate.

Capability Area 3:

Increasing innovation efficiency and speed means bringing the newly developed product or service to market as fast and cost-efficiently as possible. This will be an essential move to optimize profitable growth over the entire life cycle. To do so, Best Innovators work cross-functionally, manage innovation more consistently, and leverage the innovative power of their supply base. More specifically, it is about reducing time to profit, managing the big metrics, treating interoperability as a decisive capability, and collaborating early with the right suppliers.

Capability Area 4:

Improving innovation profitability focuses on securing and increasing profitability over the life cycle of the product or service. Best Innovators leverage their innovation process excellence and their growing innovation network to make this a reality. Addressing this lever hinges on ensuring process coherence, managing complexity, leveraging agile and lean design, and further improving interoperability and additive partnerships. In the chapters ahead, we take a deeper look at how Best Innovators achieve their status and how they hold on to it year after year.

Capability Area 5:

Building foundation for innovation and execution is about developing a culture and mindset that is open to innovation and putting the right processes and governance structures in place to master the innovation challenges. Best Innovators nurture their innovation culture by shaping the environment, mindset, and way of working. They shape the world before if shapes them, even if it means taking on a difficult transformation. More specifically, it is about creating an innovation culture, cultivating an entrepreneurial mindset, encouraging appropriate risks, finding inspiration everywhere, and committing to repeatable processes.

Distinctiveness and uniqueness through IMP³rove Academy: A.T. Kearney's spin-off IMP³rove – European Innovation Management Academy is setting the standard for a holistic innovation management assessment. In just two years, the online platform of IMP³rove Academy has become an established resource for companies around the world, including in Asia Pacific, Europe, and Americas.

IMP³rove Academy´s innovation management services include assessment, training, consulting and research. These services are based on the conviction that innovation is manageable rather than the result of accidental circumstances. Using this tried and tested offering to differentiate our proposals and projects from our competitors, our team of innovation management specialists can support clients with a full suite of services, including benchmarking, training, and consulting.

To date (2016), IMP³rove Academy has trained more than 1,000 clients in innovation management and the IMP³rove approach, and assessed more than 6,000 companies as a basis to better innovate, scale, and bring innovations to market. The online assessment offers an all-encompassing view, on the innovation strategy, organization, and culture to the innovation processes and innovation-enabling factors such as financial and legal aspects. IMP³rove Academy is led by managing directors Eva Diedrichs and Martin Ruppert.